Mark Mostaert, senior project designer, works on a floor plan for a new home at the offices of David Weekley Homes Tuesday, Oct. 2, 2012, in Houston. ( Brett Coomer / Houston Chronicle )

Mark Mostaert, senior project designer, works on a floor plan for a new home at the offices of David Weekley Homes Tuesday, Oct. 2, 2012, in Houston. ( Brett Coomer / Houston Chronicle )

Photo: Brett Coomer, Houston Chronicle

No. 1 midsize company: David Weekley Homes

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When David Weekley Homes had to cut staff during the housing downturn, the company's founder started getting notes from some of the employees who were let go. But their words weren't written out of anger or bitterness.

Their messages were sympathetic: "I got notes from people who got laid off saying, 'It must be so hard for you,' " said David Weekley, chairman of the Houston-based home building company.

Weekley, a native Houstonian who founded the company at 23, said he tries to approach leadership with a level of authenticity that helps employees feel valued.

"A good leader defines reality and gives hope," he said, reciting his favorite definition of leadership.

That philosophy helped the builder earn the best workplace spot among midsize companies in the Houston area by WorkplaceDynamics.

Weekley attributes a lot of the success to John Johnson, the company's CEO.

Johnson has been with the company since 1990. During his tenure, the business has expanded into new markets and earned a spot on Fortune magazine's list of "100 Best Companies to Work For" seven times.

Visiting employees

While Johnson is often traveling to other cities where the company builds homes, he makes a point to visit each employee in the corporate office about every two weeks.

"He walks around to everyone's desk, shakes your hand and says hi," said Sarah Springer Leone, who works in marketing for the company.

The company employs 276 people in its two Houston offices and 801 across the country.

Besides the feel-good environment, there are very tangible perks at David Weekley Homes.

Employees receive profit sharing, as well as a discretionary quarterly 100 percent match for up to the first 8 percent contributed to their 401(k) plans. The health plan provides house calls from nurse practitioners. And workers have access to chaplains who visit the company weekly.

Charitable giving is a big part of the company's culture.

Over the past 20 years, the Weekley Family Foundation has given more than $70 million through philanthropy and community involvement.

"Doing things for others helps us gain a sense of balance," Weekley said.

Mark Mostaert, a senior project designer, has been with the company for almost 15 years. When asked what's kept him there that long, he mentions the leadership.

"When we went through the hard times, we saw companies folding. The decisions David and John made kept us afloat," he said. "I can't imagine being anywhere else."

Not singing 'Kumbaya'

Each division of the company holds quarterly meetings that center around themes. There's been the "office Olympics," the "fall festival" and the "'70s psychedelic party." Managers pass out peer and performance awards.

Since the downturn, David Weekley Homes has been hiring and ramping up revenue from when it went into the red during the recent housing crash - one out of two times the company lost money. The first time was in 1985.

Sales are expected to come in at just under $800 million this year, and the company's goal is to be a $5 billion company by 2025.

With many managers in their 50s, plans are being put in place for the future. The main focus: employees, the company's brand and financial sustainability and growth.